And in many cases, the decision turns out to be the right one.
That said, over the years, I have seen several promotions that seemed like obvious choices turn out to be much more difficult than expected. Yet it was not because the person lacked competence. On the contrary, these were often employees who achieved excellent results and were recognized for their expertise.
Things become more complicated when we take for granted that an excellent employee will automatically become an excellent manager. However, the skills that allow someone to succeed in a position are not necessarily the same skills required to help an entire team succeed.
A decision that seems obvious
I am thinking, in particular, of an organization we assisted some time ago. A supervisory position had recently become vacant, and the discussion about who should take over did not take long. Everyone agreed on the same person. The employee had an excellent reputation, knew the operations inside and out, and had performed very well in his role for several years. He was often the person others turned to whenever a problem arose. For the leadership team, the decision seemed simple and logical.
When he was promoted, no one questioned the decision. His colleagues were happy for him. His manager felt reassured knowing that such a competent employee would be taking over. The organization genuinely believed it had made the right choice.
A few months later, however, certain difficulties began to emerge. The results remained satisfactory, but several team members expressed frustration. Some felt that they were not trusted. Others felt that he was constantly stepping into their work or struggling to delegate. Nothing dramatic, but enough for the work environment to begin deteriorating.
During our discussions with him, something became clear. He was simply continuing to do what had allowed him to succeed for years. When a problem arose, he solved it himself. When someone made a mistake, he stepped in immediately. When a file fell behind schedule, he took control of the situation to make sure everything was completed properly.
The problem was that his role had changed. He was no longer being asked only to be the person who solved problems. He was now being asked to develop the ability of others to solve those problems themselves. And that is really not the same thing.
Reward or prepare?
I believe one common mistake is using a promotion as the main form of recognition. When an employee stands out, we want to thank them for their contribution. When they continue to perform well, we want to give them more responsibility. And when a position becomes available, we often feel that they deserve the opportunity. The intention is excellent. However, a promotion should not serve only to recognize what a person has accomplished so far. It should also take into account what we will be asking that person to do tomorrow. Just because an employee excels in their current role does not automatically mean that they have the interest, the abilities, or even the desire to take on a management position.
This distinction is important because many organizations are currently looking for ways to retain their best talent. When a high-performing employee seems to have reached the limits of their role, the reflex is often to offer them more. More responsibility. More autonomy. More visibility. Eventually, more management responsibilities.
But is that really what the employee wants?
This question deserves to be asked far more often than it is today. Not every career path needs to lead to management. For a long time, we have suggested that professional advancement inevitably involves moving into management. The further a person moved up the organizational ladder, the more successful they were perceived to be. This view is still very much present in many organizations.
Yet not every career is meant to follow the same path. Some people find great satisfaction in developing others. They enjoy motivating, supporting, influencing, and helping a team achieve its objectives. These individuals often have genuine management potential.
Others excel more in technical or professional roles. They enjoy deepening their expertise, solving complex problems, or serving as a trusted resource in their field. They appreciate teamwork but do not necessarily feel the need to supervise employees or become involved in the day-to-day challenges associated with management. And honestly, there is absolutely nothing wrong with that.
The problem arises when becoming a manager is the only way to advance within an organization. At that point, many employees accept a promotion not because they genuinely want the role, but because they feel it is simply the next logical step in their career.
The cost of the wrong promotion
We often talk about the importance of succession planning. We often discuss the benefits of promoting from within. However, we talk far less about the consequences when a promotion does not produce the desired results.
For the employee, the situation can become extremely difficult. Someone who was previously recognized for their competence may suddenly feel that they are no longer performing as well. Their confidence may decrease. Their enjoyment of their work may also be affected. And the impact does not end there.
The team may experience a period of instability. Colleagues must adapt to a new management style. Tensions may begin to surface. The manager above them often needs to invest more time in coaching and supporting the new manager.
In some cases, no one is willing to question the decision. After all, reversing course can create the impression that a mistake was made. As a result, a situation that could have been corrected quickly carries on much longer than necessary.
I am not suggesting that a difficult promotion is necessarily a failure. Many managers need a learning period before they find their footing. However, the more seriously the decision is considered from the outset, the greater the chances of success.
A different way to think about succession
I believe organizations would benefit from broadening their perspective when it comes to career development. Rather than asking only who deserves the next promotion, perhaps we should be asking which role would best allow that person to continue contributing and growing. In some cases, the answer will be a management position. In others, it may be a role as an expert, specialist, or mentor.
Both career paths can be extremely rewarding. Both create value for the organization. Both deserve recognition. The goal is not to find a more impressive title for a high-performing employee. The goal is to allow that person to continue growing in a role that truly reflects their strengths, interests, and aspirations.
Taking a step back before promoting
At Bedard Human Resources, we regularly support organizations as they reflect on succession planning, leadership development, and talent management. In many cases, our role is simply to help leaders take a step back before making a decision that may initially seem obvious. A successful promotion is not based solely on an employee’s past performance. It is also based on their ability, interest, and potential to succeed in the future responsibilities we intend to give them.
After all, the goal is not simply to promote our best employees. The goal is to ensure that the right people are in the right roles at the right time, so they can continue creating value for the organization while also finding a genuine sense of accomplishment in their work.
For any questions or to learn more about our HR consulting services, please contact Stéphane Pépin. Our team works with organizations throughout Quebec to implement simple, people-focused, and effective practices adapted to the realities and specific challenges of each organization.
